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A Shift in Restructuring
The uSar has evolved internally
within the past year. at the 2009
auSa annual meeting and Exposition,
Stultz reported that the reserve was
moving toward an enterprise man-
agement approach, modeled after
chief of Staff of the army (cSa) GEn
George W. casey jr.’s army enterprise
transformation. casey organized
the army around the enterprises—
human capital, materiel, readiness, and
services—placing one 4-star general in
charge of each, from cradle to grave.
“If that’s the model the army is going
to use,” said Stultz, “we thought we
probably need to adopt the same model
in the reserve, because we’re going to
be aligned as an operational force.”
When the uSar attempted internally
to establish one person in charge of
each enterprise, those people didn’t have
the authority or staff to implement the
required enterprise. To fix this prob-
lem, the reserve will adopt a division
model. Whereas in an active army divi-
sion, an assistant Division commander
for Support and an assistant Division
commander for Operations aid the divi-
sion commander, the reserve will have
a Deputy cG (DcG) for support and
a DcG for operations. Support will be
one entity, and operations another. This
plan was announced Oct. 1, 2010, and
“will help align the reserve headquarters
[hQ] for the future,” said Stultz.
In the field, the regional Support
commands now have the responsibility
to provide support services. along with
the army reserve Installations, they will
be aligned under the DcG Support.
The operational and functional com-
mands will be aligned under the DcG
Operations. “now, we truly do have
the support and the focus and func-
tions there, and the operations and all
operational functional commands that
are in the arFOrGEn [army Force
Generation] cycle there,” said Stultz.
under Base realignment and closure
(Brac), the uSar hQ is moving
from Fort mcPherson, Ga, to Fort
Bragg, nc. To smooth the transition,
the reserve plans to “power down”
certain responsibilities and resources
to various authorities, who will make
personnel decisions. The goal is that
once the entire hQ relocates, “We
won’t need to power up,” Stultz
said. army leadership is hoping that
the commands will be successful in
managing their own funds and can
retain this responsibility after the
Brac move.
Stultz advised that restructuring the
reserve this way is beneficial, because
it will avoid the common problem
of not knowing where to reassign
military and civilian personnel during
restructuring and transformation. The
reserve can treat its employees the
right way because the employees will
decide if they will relocate. “We have a
huge window of opportunity because
people will take care of themselves
with Brac, as they won’t want to
move,” said Stultz. For people who
aren’t moving, the reserve will need to
reevaluate position replacements based
on jobs and potential efficiencies.
“We have a lot of work ahead, but
I’m looking at it from a positive
standpoint,” he said. “It’s really giving
us an opportunity to do some things
and make some changes without having
the people ‘get in the way.’ and I don’t
mean that in a negative sense. People get
in the way because we care about them.”
Operational Force
a study for the cSa was just completed
regarding the future role and use of the
reserve. It was determined that deeming
the reserve as part of the operational
force is more accurate than referring
to it as an “operational reserve.” “Part
of your reserve components [rcs]
are [deployed] forward in Iraq and
afghanistan, and part of them are in
cOnuS,” Stultz said. “That piece that
is back here is part of the reserve, but
it’s not part of the Army reserve; it’s
part of the Army’s reserve. The piece
that is forward in Iraq or afghanistan
is not in the Army Reserve Forward; it’s
the Army Forward.”
The reserve must determine how to
use the full-time active Soldiers and
the reserve Soldiers as one operational
force. Stultz advised that leadership
needs to invest in the reserve to ensure
they are ready. The reserve is work-
ing on solving the problem of having
reserve Soldiers trained and ready
when needed, a concept known as
“assured access.” The army needs confi-
dence that when it requires the reserve,
it can call on those Soldiers immedi-
ately. Both at the army level and the
Secretary of Defense level, leadership is
looking at potential changes in law and
policy that are needed to have assured
access to the reserve so it can be part of
the operational force.
The cSa has designed the army force
structure around having assured access
to the reserve. casey’s “1-5 -20-90”
construct signifies that “every year,
there will be 1 corps, 5 divisions, 20
brigade combat teams, and 90,000
enablers as an operational force,”
according to Stultz. The rc is a part
of this; of the 90,000 enablers, right
now 24,000 are uSar and 25,000
are army national Guard. “as we’ve
gone through the force structure in
years past, we’ve moved more and more
LTG Jack C. Stultz Jr., Chief, USAR and Command-
ing General, USAR Command, advised that the
Reserve cannot go back to being strategic and must
remain a part of the operational Army. (U.S. Army
photo courtesy of AUSA.)
army aL&T
39
january–march 2011